“Intrapreneuriat” is an indicator of the innovation policy in place at la Française des jeux

Giving momentum to work groups and corporate performance is highly contingent on the ability of firms to innovate. This approach comes up with fresh ideas which engage and involve employees.

As France’s leading gambling company, the FDJ group has elected to make this one of the core objectives of its development strategy.

The transformation team, which is responsible for the employee experience, has embarked on a cross-cutting strategy open to all. Three major resources have been rolled out for this purpose:

• An in-house “client” studio brings to light irritants (things that are not always appreciated or which may disrupt career paths). The goal is to aim for permanent optimisation.

• The Lab’ inno puts participants in touch with startups (as part of a number of partnerships: Paris&Co (1), Techstars) to provide a response to shared issues  

• A collaborative project fast-tracking space helps managers solve complicated strategic and organisational problems

Four prerequisites for success have been identified: small teams, methodological support, precise definition of goals, steps and available resources and supervision by an external mentorship programme for meeting inspirational individuals.

¹ The innovation and economic development agency of the Paris metropolitan area.